|
Communicating Change in Organisations
Facilitators
Nikki Keene and Philip Allen
Who should attend
Practitioners who want to apply a more strategic approach to communicating change either within their own organisations or with their clients. No specific prior knowledge of theory relating to organisational change and communication is assumed. However, participants who are able to draw on their own experiences of change within organisations during the interactive sessions and workshop exercises will find the experience particularly valuable.
Workshop overview
Employee resistance to change and ineffective communication of change are often cited as reasons why organisational change programmes fail to realise their anticipated benefits. This workshop will examine how this happens and what can be done to improve the way we communicate during times of significant change in organisations.
The workshop will introduce delegates to a best-practice model for communicating change in organisations, which has been successfully applied and refined through numerous consulting assignments with a wide range of client organisations. There will be opportunities to apply and practise the tools and techniques that support the different steps in the model in interactive sessions, using real-life case studies and drawing on delegates’ own experiences and scenarios.
Having participated in the workshop, delegates will be able to develop, apply and evaluate change communication strategies within any organisational context. The focus of the workshop is to develop practical skills and insight into the application of tools and techniques in support of change communication.
Aims of the workshop
- To explore the variation in individual responses to change and how communication can influence how people adapt and react to organisational change.
- To give delegates an overview of the role of a communications strategy in supporting organisational change.
- To clarify different change communications roles and responsibilities within a broader change programme.
- To introduce a 7-step Change Communication model that supports the development, implementation and evaluation of a sound Change Communication Strategy.
- To enable delegates to apply each step of the 7-step Change Communication model through a mixture of facilitator input, case studies, drawing on their own experiences and applying the learning to current organisational scenarios.
Projected outcomes and benefits of attending
- A deeper understanding of how we can design change communications to support people as they respond to significant changes in their organisations.
- Know how to investigate the current organisation situation to inform the development of a change communications strategy and define change communication objectives.
- Be able to apply the 7-step Change Communication model to develop a bespoke Change Communication Strategy.
- Know how to select the most appropriate approaches for communications planning and implementation in their situation.
- Be able to evaluate the impact of change communications and use this insight to inform future change communications activity.
Psychological theory underpinning the workshop
Theory relating to individual response to change over time (building on the work of Kubler-Ross, 2005) will be used to provide the context for how and why organisations should communicate change. Prominent approaches to designing communication strategies will be considered, including the Market-based Strategic Communication Model developed by d’Aprix (1996), Quirke’s Framework for Communicating Change (2002) and Kotter’s (1996) principles of effective change communication. In addition to this, different authors’ recommendations on who should be communicating change in organisations will be explored (including the perspectives of Kotter (1996); Larkin & Larkin (1994) and Cochrane (1997)).
Pre/post work required
N/A
Date and venue
14 June 2007, 9.30 - 17.00
The British Psychological Society, 30 Tabernacle Street, London, EC2A 4UE
Facilitator details
Nikki Keene is a Chartered Occupational Psychologist and Principal Consultant with PA Consulting Group, with 10 years consultancy experience with leading blue-chip companies and high-profile public sector organisations. At the start of her consultancy career she explored the barriers to organisational communication in Three Valleys Water for her MSc dissertation. Having helped over 20 organisations to identify and promote the right people to support organisational strategy earlier in her career as an assessment and development consultant, she now specialises in supporting organisations to achieve successful people change in situations such as outsourcing and restructuring. She does this through designing and implementing strategies for stakeholder management and change communication, whilst coaching Change Leaders and Programme Managers in how best to respond to the needs of different groups of staff through the different stages of a change programme.
Philip Allen is an Occupational Psychologist (Practitioner-in-Training) and Principal Consultant with PA Consulting Group, with 6 years consultancy experience. In working with a number of high-profile organisations to manage their change programmes he has focused on the culture and communication of change. With the Defence Logistics Organisation he helped them develop a desired future culture state and a structured development plan to deliver that culture change over a five-year period. He is currently working with an international government agency to co-ordinate and plan integrated stakeholder management and communication strategies for three large change programmes which will impact upon their staff at different stages over the next three years.
|
Maximising Interpersonal Relationships: FIRO Element B (European English Edition, 2003) Accreditation